Professional Documents
Culture Documents
Management
Chapter 6 –
Managing Quality
PowerPoint presentation to accompany
Heizer/Render
Principles of Operations Management, 6e
Operations Management, 8e
© 2006
© 2006 Prentice
Prentice Hall, Inc. Hall, Inc. 6–1
Outline
Global Company Profile: Arnold
Palmer Hospital
Quality And Strategy
Defining Quality
Implications of Quality
Malcolm Baldrige National Quality
Award
Cost of Quality (COQ)
Quality Principles
Customer focus, Continuous improvement, Benchmarking,
Just-in-time, Tools of TQM
Yields: How to do what is important and to be
accomplished
Employee Fulfillment
Empowerment, Organizational commitment
Yields: Employee attitudes that can accomplish
what is important
Customer Satisfaction
Winning orders, Repeat customers
Yields: An effective organization with
Figure 6.2 a competitive advantage
Performance Durability
Features Serviceability
Reliability Aesthetics
Conformance Perceived quality
Value
A Japanese character
that symbolizes a
broader dimension
than quality, a deeper
process than
education, and a more
perfect method than
persistence
Internal Failure
Prevention
Appraisal
Quality Improvement
Represents continual
improvement of all processes
Involves all operations and work
centers including suppliers and
customers
People, Equipment, Materials,
Procedures
1.Plan
4. Act Identify the
Implement improvement
the plan and make
a plan
3. Check 2. Do
Is the plan Test the
working? plan
Figure 6.3
Work in process
inventory level
(hides problems)
Unreliable Capacity
Vendors Scrap
Imbalances
Unreliable Capacity
Vendors Scrap
Imbalances
Hour
Defect 1 2 3 4 5 6 7 8
A /// / / / / /// /
B // / / / // ///
C / // // ////
Figure 6.5
Absenteeism
Figure 6.5
Cause
Materials Methods
Effect
Manpower Machinery
Figure 6.5
Percent
A B C D E
Figure 6.5
Figure 6.5
Target value
Time
Figure 6.5
clean pillows
Material Machinery
Insufficient
& blankets
not available
on-board
equipment
Deicing
Inadequate
Mechanical delay
supply of
magazines on plane
Inadequate special Broken luggage
meals on-board carousel
Dissatisfied
Airline
Overbooking policies Understaffed Customer
crew
Bumping policies Understaffed
Poor check-in
Poorly trained
ticket counters
attendants
policies
Mistagged
bags
Methods Manpower
Figure 6.6
Cumulative percent
– 72
50 –
40 –
Number of
30 – occurrences
20 –
12
10 –
4 3 2
0 –
Room svc Check-in Pool hours Minibar Misc.
72% 16% 5% 4% 3%
Causes and percent
10%
Coach’s target value
Game number
Figure 6.7
Table 6.4
Table 6.4
Table 6.4
Table 6.4
Table 6.4